2015 Baldrige Performance Excellence Program | Baldrige Performance Excellence Program | 2015 Baldrige Excellence Framework A systems approach to improving your organization

2015 Baldrige Performance Excellence Program | The Baldrige Criteria challenged us to become leaders by any measure, and we succeeded—seeing productivity, customer loyalty, employee engagement, and financial returns. Samuel Liang, president/CEO, two-time Baldrige Award winner MEDRAD, Inc. The Baldrige opportunity... was a way for us to get a very disciplined, external perspective, an examination of our business, of how we manage our business. … That’s a very valuable thing. Patrick McGinnis, president/CEO, Baldrige Award winner Nestlé Purina PetCare Americas Manufacturing Leaders on the Criteria

2015 Baldrige Performance Excellence Program | Manufacturing Leaders on the Criteria It amazes me that U.S. businesses spend so much money on “how to” books and coursework to teach leaders how to build successful organizations. My recommendation: implement the Baldrige-based Criteria into your business. No other single document can help build a long-term successful organization. —Jerry R. Rose, Former Corporate Vice President, Cargill Inc.

2015 Baldrige Performance Excellence Program | Service Industry Leaders on the Criteria We continuously improve... not because of me or anyone here. It’s because we work the Criteria. If we use the Criteria, sooner or later we will beat our competition.... The whole Criteria unequivocally works. — Horst Schulze, former president and COO, two-time Baldrige Award winner Ritz-Carlton Hotel Company, L.L.C. When you look at the Baldrige Criteria, what a great road map to say if you can do the things in all these categories and do them well, you’re going to be a well-run company. — Robert F. Pence, president and CEO, Baldrige Award winner Freese and Nichols, Inc.

2015 Baldrige Performance Excellence Program | Small Business Leaders on the Criteria MidwayUSA has benefited tremendously from the Baldrige Criteria: Our sales are up over 20% per year over the last five years. Our profits are up over 40%.... Customer satisfaction at 93% is at an all-time high. Employee satisfaction at 82% is at an all-time high. —L arry Potterfield, CEO, Baldrige Award winner MidwayUSA What Baldrige did for us is get us a business management model. [The Criteria] identify the key things to an organization’s success. —T erry May, president, two-time Baldrige Award winner MESA

2015 Baldrige Performance Excellence Program | Nonprofit/Government Leaders on the Criteria People ask, “Why Baldrige?” My answer is very simple: triple-A bond rating on Wall Street from all three rating agencies, bringing capital projects in on time and within budget, a 96% business satisfaction rating, a 94% resident satisfaction rating, an overall quality rating of 95%, and an employee satisfaction rating of 97%... that’s why we’re involved with Baldrige. —Michael Levinson, city manager, Baldrige Award winner City of Coral Springs, Florida

2015 Baldrige Performance Excellence Program | Core values and concepts Criteria for Performance Excellence Scoring system

2015 Baldrige Performance Excellence Program | Criteria Categories 1.Leadership 2.Strategy 3.Customers 4.Measurement, Analysis, and Knowledge Management 5.Workforce 6.Operations 7.Results

2015 Baldrige Performance Excellence Program | The Role of Core Values and Concepts

2015 Baldrige Performance Excellence Program | Core Values and Concepts Systems perspective Visionary leadership Ethics and transparency Delivering value and results Customer-focused excellence Valuing people Organizational learning and agility Focus on success Managing for innovation Management by fact Societal responsibility

2015 Baldrige Performance Excellence Program | Visionary leadership Customer-focused excellence Systems perspective Valuing people

2015 Baldrige Performance Excellence Program | Organizational learning and agility Focus on success Managing for innovation Management by fact

2015 Baldrige Performance Excellence Program | Societal responsibility Delivering value and results Ethics and transparency

2015 Baldrige Performance Excellence Program | Baldrige Criteria Overview: A Systems Perspective

2015 Baldrige Performance Excellence Program | Item Format

2015 Baldrige Performance Excellence Program | Notes

2015 Baldrige Performance Excellence Program | Organizational Profile P.1 Organizational Description P.2 Organizational Situation l Starting point for self-assessment and application preparation l Basis for early action planning

2015 Baldrige Performance Excellence Program | Senior leaders’ actions, organizational governance, and societal responsibilities 1.1 Senior Leadership (70 pts.) 1.2 Governance and Societal Responsibilities (50 pts.) 1. Leadership (120 pts.)

2015 Baldrige Performance Excellence Program | Strategic and action planning Implementation of plans 2.1 Strategy Development (45 pts.) 2.2 Strategy Implementation (40 pts.) 2. Strategy (85 pts.)

2015 Baldrige Performance Excellence Program | Listening to the voice of the customer and engaging customers 3.1 Voice of the Customer (40 pts.) 3.2 Customer Engagement (45 pts.) 3. Customers (85 pts.)

2015 Baldrige Performance Excellence Program | Analysis, review, and improvement of organizational performance Management of information, knowledge, and information technology 4.1 Measurement, Analysis, and Improvement of Organizational Performance (45 pts.) 4.2 Knowledge Management, Information, and Information Technology (45 pts.) 4. Measurement, Analysis, and Knowledge Management (90 pts.)

2015 Baldrige Performance Excellence Program | Building an effective workforce environment Engaging, developing, and managing your workforce 5.1 Workforce Environment (40 pts.) 5.2 Workforce Engagement (45 pts.) 5. Workforce (85 pts.)

2015 Baldrige Performance Excellence Program | Designing, managing, and improving work processes Improving operational effectiveness 6.1 Work Processes (45 pts.) 6.2 Operational Effectiveness (40 pts.) 6. Operations (85 pts.)

2015 Baldrige Performance Excellence Program | Performance and improvement in all key areas Performance levels, trends, and comparative data 7.1 Product and Process Results (120 pts.) 7.2 Customer-Focused Results (80 pts.) 7.3 Workforce-Focused Results (80 pts.) 7.4 Leadership and Governance Results (80 pts.) 7.5 Financial and Market Results (90 pts.) 7. Results (450 pts.)

2015 Baldrige Performance Excellence Program | Scoring System Scoring guidelines Importance to your organization Two dimensions: process and results

2015 Baldrige Performance Excellence Program | Category Point Values 1Leadership120 2Strategy 85 3Customers 85 4Measurement, Analysis, and Knowledge Management 90 5Workforce 85 6Operations 85 7Results450 Total 1,000

2015 Baldrige Performance Excellence Program | Evaluating Processes Approach: How do you accomplish your organization’s work? How systematic are your key processes? Deployment: How consistently are your key processes used? Learning: Have you evaluated and improved your key processes? Have improvements been shared? Integration: How do your processes address organizational needs?

2015 Baldrige Performance Excellence Program | Steps toward Mature Processes Reacting to Problems (0 –25%) Early Systematic Approaches (30–45%) Aligned Approaches (50–65%) Integrated Approaches (70–100%)

2015 Baldrige Performance Excellence Program | From Fighting Fires to Innovation: An Analogy for Learning

2015 Baldrige Performance Excellence Program | Evaluating Results Levels: What is your current performance? Trends: Are the results improving, staying the same, or getting worse? Comparisons: How does your performance compare with others? Integration: Are you tracking important results? Are you using the results?

2015 Baldrige Performance Excellence Program | For more information Baldrige Excellence Framework booklets and free content Self-assessment tools Organizational assessments Training, conferences, executive education Award recipient profiles Case studies Connections to the Baldrige community